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Shared Governance Model

Transcript: Assists nurses with the implementation of evidence based practice as well as mentoring nursing staff to understand, evaluate and conduct nursing research The Nursing Leadership Council provides leadership, coordination and planning for nursing services. Nursing Coordinating Council The NCC provides for and promotes structural empowerment among all nurses in order to achieve our common goal of excellence in patient care outcomes through a commitment to professional development, research and innovation. Nursing Education Council (NEC) To direct the development, coordination and implementation of educational programs for patients and staff Created care plan and nursing note documentation and education collaborated with learning services department to complete global needs assessment. Provided education on Magnet redesignation Coordinates and facilitates nursing quality management and patient safety by ensuring compliance with established regulations and standards of care and practice. Provides support and guidance for continuous quality improvement. Clavelle, J.T. (2010). St Luke Nursing Annual Report. Retrieved 16 November, 2015, from http://sites.stlukesonline.org/about_us/annual_reports/2010_nursing_v2.pdf Ward, J. (2015). Shared Governance: What Exactly Is It?. Retrieved 16 November, 2015, from http://www.nursetogether.com/shared-governance-what-exactly-it Swihart, D. (2006). Shared Governance: A Practical Approach To Reshaping Professional Nursing Practice. (1st ed.). Massachsetts: HCPro Inc. Shared governance was first brought into healthcare by Dr. Tim Porter-O’Grady. Its intention is to provide direction for the professional practice of nursing. This model directs nurses to participate in unit-based decision making that allows them to demonstrate accountability and ownership for their practice; the ultimate goal of this model is to help achieve better patient outcomes. St.Lukes Model Nursing Practice Council (NPC) Defined committee scope and partnerships with organizational departments. Educated commitee members on important quality concepts Developed falls audit tool Evaluated criteria for nursing peer review foundation Responsible for assisting in the achievement, maintenance, designation and re-designation of the american nurses credentialing center's magnet recognition 4 Principles of Shared Governance: Partnership Equity Accountability Ownership Nursing Quality Council (NQC) Empowering Nurses to improve patient outcomes This management process model empowers all members of the healthcare workforce to have a voice in decision-making, thus encouraging diverse and creative input that will help advance the business and healthcare missions of the organization. In essence, it makes every employee feel like he or she is “part manager”with a personal stake in the success of the organization. Shared Governance Model For Nursing References: Magnet Council Nursing Research Council Nursing Leadership Council Using evidence based practice as the foundation, oversees the development and approval of standards, policies and procedures to ensure excellent professional nursing practice. Developed fall assessment tools and interventions Implemented IV protocol/policy Defined "within normal limits" parameters Achieved Magnet Redisgnation Revised care plan templates Accomplishments

Governance Model

Transcript: Group IT Governance Model APL Activities Standalone Business Software Business Attract customers Respect customer confidentiality Meet APL customer commitments e-commerce projects EF Group IT Roadmap non-e-foods clients Maintenance, R&D etc Protect value of our investment Reduce flight risk Long-term planning psuedo "client/ supplier" relationship EF Group Board Group IT Can I have a quick look at that data? NOT A CHANCE Pretty please. It would give us a great edge. NOPE Project Steering APL Operations Review & challenge, perf -v- plan Planning, resource management, £ Policy, process, working methods, project control Business Projects e-foods e-commerce Other APL Projects Resource Performance Governance Ad-hoc, topic and project-based working Weekly Management Meeting Monthly Management Review Weekly Project Reporting Monthly Project Reporting AM/CS Marketing Operations Purchasing Product Data Hub Other Clients EDI System Supplier System e-Commerce & EDI We need: Fastest possible project turnaround Capacity to flex up resource as required Disciplined, mature development partner Competitive price Options Near-shore development house Local development house Internal development team B CaterCloud We need: Incremental feature development Capacity to flex up resource as required Disciplined, mature development partner Competitive price Options Continue with TWG consider investment or acquisition Local development house Internal development team High Level Development Process Test Specification Development Requirements identified Release Review Requirements Prioritise Requirements Identify Requirements Select for development Design/Spec Ops Focus Customer Focus Review Develop Test Release Developers e-commerce team Operational Group Innovation and Ideation Customer Group Innovation and Ideation Objective To create innovative ideas to make CaterCloud the world leading platform Responsibilities _ To provide a continuous review and development of the current platform _ To provide innovation to make CaterCloud a world leading platform _ To provide a detailed and structured requirements plan into the design / specification team Key Considerations _ Ensure the system is the easiest and most intuitive system for our customers to use _ Make sure the system is easy for us to use (speed and save time) _ Create innovation we can upsell to generate additional revenue Defined requirements Inputs Prioritised dev list Pre-assessed considerations Outputs Feed into design and specification

GOVERNANCE MODEL

Transcript: WHAT ?? NEW GOVERNANCE MODEL Operational Decision Operational Committee Finance & IT Sourcing & Procurement Quality Excellence Committee Technology Development Committee HR & IR Committee Plant Productivity Committee MEETINGS Meetings Result MEETINGS Continued Tactical Decision Business Management Committee Vertical Meetings BV Management Meetings Executive Committee at the Business vertical level headed by BV heads. Typically comprises of Critical Functional heads like Operation head, BV Finance head etc. Review & Monitoring of Performance at the Business vertical level Plan key projects/ initiatives for the Business Take decisions which impact the business functioning. Chairperson: BV Functional Heads Chairperson: BV Heads Vertical Meetings Vertical Meetings (Functional) Chairperson: BV Functional Head (N-2) Level of Decision Making: Tactical Frequency: Fortnightly or Monthly as needed Meetings: Technical & Development, Quality & ZDI, Plant Productivity, Sourcing, PMG, HR, CSR, KAM, Marketing, Exports and Risk Management (EBITDA / ROCE) etc. Objective: Develop the organizational strategy and review overall group performance against the strategic plan for current quarter as well as long term initiatives for respective businesses, policy reviews, investment decisions, reviewing performance matrices. BV Management Meetings BV Mngmt. Meetings Chairperson: BV Head Level of Decision Making: Tactical Members: BV Functional Heads Convenor: BV Marketing Head Frequency: Monthly Meetings: MPR, LTS, Budget, Staff Meeting (MMC/EC), One to One Meeting Objective: Review business performance/ scorecard of the BV Review critical investments decisions, continuous improvement, initiatives, process change requests or project requests from Functional Committees. Strategic Committee Strategic Decision Apex Committee headed by the founder or the GCEO at the Group level. Typically comprises of different BV heads/ Group level CXOs Involves defining enterprise strategy, focus areas and potential business opportunities for all the respective Business verticals. Take major investments decisions with long-term investment Assess future preparedness of the organization. Corporate Management Committee (CMC) Corporate Management Committee(CMC) Chairperson: GCEO Level of Decision Making: Strategic Members: BV Heads, GCFO, GCMO, GCHRO, SMIT Head Convenor: As per respective Meeting platform shown below Frequency: Monthly, Quarterly, Half Yearly & Yearly as needed Meetings: LTS, Budget, EC, SMC, MPR & Risk Management Objective: Develop the organizational strategy and review overall group performance against the strategic plan for current quarter as well as long term initiatives for respective businesses, policy reviews, investment decisions, reviewing performance matrices. In-Organic Growth Management Committee In-Organic Growth Management Committee Chairperson: GCEO Members: BV Heads, GCFO, GCMO, SMIT Head Convenor: GCFO Frequency: Monthly or Quarterly as needed Meeting: Inorganic Sales Growth & Fund Generation etc. Objective: Review potential inorganic business opportunities available in the market identified by the group. Review technical & commercial feasibility of the business, assessment report, Due diligence report and business case. Track status of different opportunities being carried out and finalize business opportunity to be targeted. Account Management Committee (AMC) Account Management Committee (AMC) Chairperson: GCEO Members: BV Heads, GCFO, GCMO, SMIT Head Convenor: GCMO Frequency: Monthly Meeting: Export Growth, KAM & After market Objective: Develop account management strategy for all the business verticals of the group detailing out targeted revenue, targeted new products across the business verticals Constantly monitor and review account performance, targeted growth plans and finalize penetration strategy. Core Committee Visionary Decision We have such committee platform in various Business wherever it is mandatory as per regulations / listing requirement. In some business in order to ensure better Governance we are doing Voluntarily also. Audit Committee Remuneration Committee Grievance & Sexual Harassment Committee CSR Committee Current Status Current Status TBD TBD

Alternative Governance Model

Transcript: m 1 X 2 Alternative Governance Model By: Shawna Lentz p b Y g A A blend of Cultural, Feminist, and Spiritual frameworks Welcome to Heart & Soul University Adapt to changing popultations of: 21st century learner Diverse backgrounds Rationale B The cultural, feminist, and spiritual frameworks all promote inclusiveness, connectedness, and collaborative characteristics which will support changing populations at Heart and Soul University. C Theoretical Framework Collaboration of departments and divisions Stresses connectedness Members seek to “understand the ways that different perspectives impact day-to-day and long- range operations and all members play a role in shaping culture and the construction of meaning from individual and collective experiences” (Manning, K. 2013. p. 90). Stakeholders must be deeply involved and make decisions based on numerous points of view Increases access and decreases elitism Cultural Framework Spiritual Framework Emphasis on interrelationships “Organizations are not mechanized, separate, and isolated entities, but connected organisms that affect one another across units, communal structures, and national borders” (Manning, K. 2013. p. 188). Spiritual capital and Intelligence capital are guiding tenets These two principals link service and meaning to the functioning of an organization. “Spiritual capital provides the resources and capabilities to the person possessing it” (Manning p. 185). While spiritual intelligence is the way students and faculty seek meaning and act in kind with their deepest values to commit to service (Manning p. 186). Feminist Framework Promotes interpersonal relationships and diversity Basis for framework is a "web of inclusion" Involvement needs to be diverse at every level No hierarchy Central focus group and periphery approach "Pervasive connectedness... touching one part of the organization causes systemic tremors to pass through all other parts” (Manning, K. 2013. p. 161). Each member is crucial to success Collaborative leadership style D Design Model Cultural Feminist Spiritual "Web of Inclusion" "Web of Inclusion" Flat interconnected network (spider-web) The architect of the web works as the spider does, by ceaselessly spinning new tendrils of connection, while also continually strengthening those that already exists. The architect's tools are not force, not the ability to issue commands, but rather providing access and engaging in constant dialogue” (Helgesen, S. 1995). Those with expertise step into the center of the web and others step into the periphery. Those in periphery are no less important; they advise those who have taken on the work All members are critical to this model Examples of "Web of Inclusion" Model Faculty have expertise in curriculum. The faculty would step in and be central decision-makers while the other stakeholders remain in the periphery. Those in the periphery will act as advisors to the faculty through open dialogue, surveys, and evaluation/analysis of the proposal and its alignment with the mission of the university. Examples of "Web of Inclusion" Model Technology Infastructure Upgrade Those in the center have expertise in this area. Since there will be significant cost to upgrade technology infrastructure, the chief financial officer and board of trustees may be involved to monitor spending and approve of the cost in the budget. The president has stepped aside as she determined that this decision is best made by those with the expertise. Other students, staff, and faculty are advising on types of technology that would be beneficial to learning and their positions at the institution. 0-3 months: Implement communication plan steps 1-3 Develop/establish mission and goals of the insitution. Provide professional development on diveristy and intergroup dialouge. Establish committees including an Equity/Changing Populations Unit. Purchase computers, smart boards, and create cyber labs on campus 3-6 months: Implement communication plan steps 4-7 Execute "web of inclusion" approach in decision-making Implement communication plan step 8 Implementation Plan E Implementation Plan 6 months to 1 year: Evaluate effectiveness at 6 months using committee and communicate to all constituencies any adaptations. Send out survey about the addition of diversity and intergroup dialouge classes to required coursework. 1 year to 2 years: Evaluate effectiveness at 1 year using committee and communicate to all constituencies any changes. Broaden curriculum to include a bachelor degree with a focus on equity. Expand technology infastructure to include a platform for fully online coursework. 2 years on: Continue to evaluate effectiveness of structure and adapt programming to current changes or trends in society. Implementation Plan F Communication Plan 1. Gather input of the faculty, administrators, students, and community members through surveys and interviews about current state of the university. 2. Analyze findings from survey or interview for a

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